Integrator / COO – Payment Processing - 21334
SomewhereIntegrator / COO - Payment Processing
Location: Remote - South Africa or Latin America
Employment Type: Full-Time
Industry: Payment Processing / Financial Services
Reports To: Founder
About The Company
It is a payment processing business within a broader portfolio of companies owned by an experienced U.S.-based entrepreneur.
The founder operates several businesses across industries including home care, payment processing, roofing, ATM services, reputation management, and real estate.
His preferred operating structure follows the principles of the Entrepreneurial Operating System (EOS): the founder operates primarily as the Visionary while strong Integrators or COOs take ownership of execution within individual businesses.
The founder has successfully established this structure within his home care company, which currently has a strong COO and more than 100 employees.
The company does not yet have the same level of operational leadership.
This has become one of the founder's primary concerns.
An attempt was previously made to elevate an internal team member into the leadership position, but it did not ultimately produce the level of operational ownership required.
The company therefore needs an experienced outside operator who can step in as its “captain.”
The Opportunity
We are seeking a highly experienced Integrator / COO to assume day-to-day operational leadership of the payment processing company.
This person will serve as the operational counterpart to the founder.
The founder will continue to provide vision, strategy, relationships, ideas, and growth direction. The Integrator will be responsible for translating that vision into execution.
This is distinctly separate from the founder's portfolio-level Chief of Staff role.
The Chief of Staff will help manage priorities across the founder's various companies, while the Integrator owns execution inside the payment processing business itself.
The founder was explicit that combining these responsibilities into one position would create too much complexity.
Key Responsibilities
Operational Leadership
Take ownership of the day-to-day operating rhythm of the company.
Create Clarity Around
Visionary-to-Execution Translation
Partner closely with the founder to understand his strategic vision and convert it into practical execution plans.
The founder should be able to communicate the desired outcome without needing to personally manage every implementation detail.
The Integrator Should Determine
Establish and run a disciplined operating rhythm consistent with EOS-style management.
This should include structured weekly leadership meetings similar to Level 10 (L10) meetings.
Create Consistent Processes Around
KPI & Performance Management
Develop clear performance metrics for the business.
Ensure leadership and employees understand what they are accountable for and how performance is measured.
Create dashboards and reporting systems that give the founder visibility without requiring him to personally investigate the business.
Process Development
Evaluate existing workflows and identify areas lacking structure.
Create and document repeatable processes across relevant functions.
The successful candidate should not require a mature operating system to already exist.
Part of the mandate is to build the operating system.
Problem Solving
Own operational problems.
The founder specifically values operators who bring solutions rather than simply presenting problems.
When an issue arises, the Integrator should investigate it, understand root causes, evaluate options, and present a recommended path forward.
Team Leadership & Accountability
Create a culture of ownership and accountability.
Ensure Employees Understand
Develop stronger managers and create appropriate escalation paths so operational issues do not automatically reach the founder.
Founder Leverage
A major measure of success will be how much operational burden is removed from the founder.
The founder's goal is to spend approximately 10-20 hours per week working across his broader portfolio.
The Integrator should therefore create a business that can operate effectively without constant founder involvement.
Payment Processing Experience
The founder strongly prefers someone with previous payment processing experience, ideally an individual who has helped build, scale, or operate a payment processing business.
A candidate who understands the mechanics and commercial realities of the industry will be significantly more attractive than a generalist COO who would need to learn the sector entirely from scratch.
The ideal candidate understands the environment sufficiently to make strong operational decisions and identify industry-specific risks and opportunities.
Ideal Candidate
Integrator mentality: Naturally converts vision into execution.
Operational leadership: Can run a company rather than merely manage projects.
Systems thinking: Builds processes that allow the organization to scale.
Accountability: Holds people to commitments and performance standards.
Solution orientation: Does not simply escalate problems.
Commercial judgment: Understands how operational decisions affect revenue, profitability, customers, and growth.
Leadership: Creates clarity and confidence throughout the organization.
Independence: Requires minimal founder oversight.
Execution: Consistently turns decisions into completed outcomes.
What Success Looks Like
The founder should ultimately feel that the company has a capable captain.
Success Will Mean
Location: Remote - South Africa or Latin America
Employment Type: Full-Time
Industry: Payment Processing / Financial Services
Reports To: Founder
About The Company
It is a payment processing business within a broader portfolio of companies owned by an experienced U.S.-based entrepreneur.
The founder operates several businesses across industries including home care, payment processing, roofing, ATM services, reputation management, and real estate.
His preferred operating structure follows the principles of the Entrepreneurial Operating System (EOS): the founder operates primarily as the Visionary while strong Integrators or COOs take ownership of execution within individual businesses.
The founder has successfully established this structure within his home care company, which currently has a strong COO and more than 100 employees.
The company does not yet have the same level of operational leadership.
This has become one of the founder's primary concerns.
An attempt was previously made to elevate an internal team member into the leadership position, but it did not ultimately produce the level of operational ownership required.
The company therefore needs an experienced outside operator who can step in as its “captain.”
The Opportunity
We are seeking a highly experienced Integrator / COO to assume day-to-day operational leadership of the payment processing company.
This person will serve as the operational counterpart to the founder.
The founder will continue to provide vision, strategy, relationships, ideas, and growth direction. The Integrator will be responsible for translating that vision into execution.
This is distinctly separate from the founder's portfolio-level Chief of Staff role.
The Chief of Staff will help manage priorities across the founder's various companies, while the Integrator owns execution inside the payment processing business itself.
The founder was explicit that combining these responsibilities into one position would create too much complexity.
Key Responsibilities
Operational Leadership
Take ownership of the day-to-day operating rhythm of the company.
Create Clarity Around
- Priorities
- Ownership
- KPIs
- Projects
- Accountability
- Processes
- Team execution
- Operational problems
Visionary-to-Execution Translation
Partner closely with the founder to understand his strategic vision and convert it into practical execution plans.
The founder should be able to communicate the desired outcome without needing to personally manage every implementation detail.
The Integrator Should Determine
- What needs to happen
- Who needs to own it
- What resources are required
- What the timeline should be
- How success will be measured
Establish and run a disciplined operating rhythm consistent with EOS-style management.
This should include structured weekly leadership meetings similar to Level 10 (L10) meetings.
Create Consistent Processes Around
- Scorecards
- Rocks / quarterly priorities
- Issues lists
- Accountability
- Weekly metrics
- Project updates
- Problem solving
- Follow-through
KPI & Performance Management
Develop clear performance metrics for the business.
Ensure leadership and employees understand what they are accountable for and how performance is measured.
Create dashboards and reporting systems that give the founder visibility without requiring him to personally investigate the business.
Process Development
Evaluate existing workflows and identify areas lacking structure.
Create and document repeatable processes across relevant functions.
The successful candidate should not require a mature operating system to already exist.
Part of the mandate is to build the operating system.
Problem Solving
Own operational problems.
The founder specifically values operators who bring solutions rather than simply presenting problems.
When an issue arises, the Integrator should investigate it, understand root causes, evaluate options, and present a recommended path forward.
Team Leadership & Accountability
Create a culture of ownership and accountability.
Ensure Employees Understand
- Their responsibilities
- Expected outcomes
- KPIs
- Deadlines
- Priorities
Develop stronger managers and create appropriate escalation paths so operational issues do not automatically reach the founder.
Founder Leverage
A major measure of success will be how much operational burden is removed from the founder.
The founder's goal is to spend approximately 10-20 hours per week working across his broader portfolio.
The Integrator should therefore create a business that can operate effectively without constant founder involvement.
Payment Processing Experience
The founder strongly prefers someone with previous payment processing experience, ideally an individual who has helped build, scale, or operate a payment processing business.
A candidate who understands the mechanics and commercial realities of the industry will be significantly more attractive than a generalist COO who would need to learn the sector entirely from scratch.
The ideal candidate understands the environment sufficiently to make strong operational decisions and identify industry-specific risks and opportunities.
Ideal Candidate
- This person is a genuine operator.
- They have likely helped build or scale companies before and are comfortable entering environments where processes are incomplete.
- They do not wait for the founder to provide every answer.
- They create clarity.
- They build systems.
- They hold people accountable.
- They solve problems.
- And once the founder has communicated the desired outcome, they take responsibility for getting the organization there.
- Significant experience as a COO, Integrator, General Manager, Head of Operations, or senior operating executive
- Strong preference for payment processing / payments industry experience
- Experience building or scaling companies
- Demonstrated ability to implement operating systems and processes
- Experience managing cross-functional teams
- Strong understanding of KPIs and performance management
- Experience running structured executive/leadership meetings
- Familiarity with EOS is highly desirable
- Excellent commercial and operational judgment
- Strong financial understanding
- Excellent English communication
- Experience working directly with entrepreneurial founders or Visionary-type CEOs
Integrator mentality: Naturally converts vision into execution.
Operational leadership: Can run a company rather than merely manage projects.
Systems thinking: Builds processes that allow the organization to scale.
Accountability: Holds people to commitments and performance standards.
Solution orientation: Does not simply escalate problems.
Commercial judgment: Understands how operational decisions affect revenue, profitability, customers, and growth.
Leadership: Creates clarity and confidence throughout the organization.
Independence: Requires minimal founder oversight.
Execution: Consistently turns decisions into completed outcomes.
What Success Looks Like
The founder should ultimately feel that the company has a capable captain.
Success Will Mean
- Clear KPIs are established
- Leadership meetings run consistently
- Priorities are visible
- Employees understand accountability
- Processes are documented
- Problems are resolved without unnecessary founder escalation
- Decisions translate into execution
- Operational performance becomes predictable
- The founder can step away from day-to-day management
- The company has the infrastructure required to scale